8/12/2019 Process Consulting Special Report

1/15

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

Introduction to

Process Consulting Skills

Michael Beitler, Ph.D.

www.mikebeitler.com

For many years, I have given Process Consulting workshops for consultants

(internal and external). Edgar Schein originally developed Process Consulting for

helpers of all types. The subtitle of Scheins (1999) book isBuilding the Helping

Relationship.

Everybody at various times serves as a helper. Consultants, teachers,

trainers, managers, IT and HR professionals, even police officers find themselves

in the role of helper. I have given workshops for all of these groups (and more). All

of my workshop attendees can immediately see how to apply Process Consulting in

their work.

In this special report, we will take a brief look at how consultants can benefit

by learning Process Consulting skills.

8/12/2019 Process Consulting Special Report

2/15

Process Consulting www.mikebeitler.com

2

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

Three Consulting Approaches

Schein (1999) believes there are basically three approaches to helping: the

expert model, the doctor-patient model, and the process consultation model.

The Expert Model

In the expert model, the client diagnoses the problem and then purchases the

expertise of a consultant. This is appropriate in some situations. If a company

determines it needs an intranet system to enhance its in-house communications, it

should purchase the expertise of an IT consultant (based on its own diagnosis).

But the appropriate use of the expert model is based on several assumptions,

including:

1. The client can properly diagnose the problem.

2. The client can properly communicate the relevant facts to the consultant.

8/12/2019 Process Consulting Special Report

3/15

Process Consulting

3

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

The Doctor-Patient Model

The doctor-patient (or physician) model also has appropriate and inappropriate

applications. In this model, the patient/client simply describes symptoms. Then the

physician/consultant diagnoses the problem and decides on a solution. This model

may be appropriate (in some cases required) when the patient/client has little or no

knowledge to contribute to the physician/ consultant's decision.

But the appropriate use of the physician model is also based on certain

assumptions, including:

1. The consultant can properly diagnose the problem.

2. The client can properly communicate the relevant facts to the consultant.

The Process Consultation Model

The third model, developed by Edgar Schein, is Process Consultation. In the

Process Consulting model, the consultant immediately involves the client as a

partner. The consultant and client collaboratively diagnose the problem, design and

implement interventions, and evaluate the success of the interventions.

8/12/2019 Process Consulting Special Report

4/15

Process Consulting

4

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

Schein (1999) lists several guidelines for consultant success with the Process

Consulting model:

1. The consultant must communicate that the client "owns" the problem.

2. The consultant and client (e.g., line manager) must work together as equal

partners.

3. The client knows what will and will not work in its culture, so client

participation and "buy-in" are essential.

The Process Consulting model offers several advantages for the consultant:

1. The consultant does nothave to be a content (marketing, production,

logistics, finance, etc.) expert to be helpful.

2. The consultant does not have to decide what the client must do. The

consultant facilitates the client's decision-making process.

3. The client's valuable input is available throughout the process.

8/12/2019 Process Consulting Special Report

5/15

Process Consulting

5

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

The Psychodynamics of Helping

In any helping relationship, there are several possible reactions by the helper

(consultant) and the helpee (client). Unfortunately, many of these reactions are

highly destructive to the effectiveness of the relationship.

The possible negative reactions of the client include resentment and

defensiveness, or relief and dependency. Resentment and defensiveness lead the

client to look for opportunities to make the consultant look bad. The client may

challenge and resist all of the consultant's input.

The client may also react with relief and dependency. Relief is usually

expressed as, "I'm so glad you're here." Then the client drops a stack of file folders

in the consultant's lap and runs down the hallway. Dependency is expressed by a

client helplessly saying, "I don't have any ideas, you are the expert."

Schein (1999) warns consultants about the "Power Vacuum." The power

vacuum is how Schein illustrates the possibility of the consultant getting "sucked

in" to taking responsibility for the client's problem.

8/12/2019 Process Consulting Special Report

6/15

Process Consulting

6

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

These destructive client reactions are often exacerbated by the consultant's

reactions. Client defensiveness is often met with consultant defensiveness and

additional pressure to agree with the expert." I once heard a consultant

condescendingly say, "I don't think you understood my suggestion; let me explain

it in a simpler way that you can understand." A consultant reaction like that simply

escalates client defensiveness.

Consultants are often guilty of accepting and encouraging client

dependency. Comments like, "Don't you worry about it, I'll take care of

everything," foster client dependency. Frankly, some consultants enjoy the power

and authority that is ascribed to the expert.

One more issue to keep in mind here: transference and counter-transference

(please excuse the Freudian terminology). Transference involves the clients

perception of the consultant as a parent, school teacher, or some other past

negative-authority figure. Counter-transference (the opposite of transference)

involves the consultants perception of the client as a past negative client.

It is important that the consultant remain aware of the current

8/12/2019 Process Consulting Special Report

7/15

Process Consulting

7

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

psychodynamics occurring between him/herself and the client. It is essential that a

collaborative and cooperative relationship be established and maintained.

Write Down "All the Things You Don't Know"

Perhaps the strangest sounding, but most helpful, of Schein's advice is to

write down "all the things you don't know" (1999, p.41). That's right--don't know!

As consultants or helpers we are accustomed to writing down everything we do

know. But according to Schein, this habit can get the consultant into trouble. The

consultant writes down several things he or she knows, and then makes a confident

but premature recommendation.

This idea of Schein's has saved me on many occasions. As a consultant, I

frequently feel time pressure from the client. They are paying by the hour (or day)

so they are understandably concerned about time and, ultimately, fees.

Time pressure on the client leads to time pressure on the consultant. The

consultant is subtly (and often not so subtly) pressured for quick solutions to

8/12/2019 Process Consulting Special Report

8/15

Process Consulting

8

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

problems. It is not uncommon for a client to offer a few sketchy details, and then

ask expectantly, "What do you think?" The consultant now runs the risk of making

a big mistake: a premature, ill-prepared recommendation.

By writing down all the things I don'tknow, I can slow down the process.

Both parties benefit from my "don't know list:

1. I, the consultant, can clearly see that I don't have enough information to

make a recommendation.

2. The client clearly sees that the consultant is asking legitimate questions

about the situation. Frequently, the client realizes that he or she has

not even considered these questions.

By writing down all the things we don't know, we take the focus off time and place

it on building a collaborative working relationship.

Active Inquiry

An essential part of Schein's Process Consulting practice model is the use of

8/12/2019 Process Consulting Special Report

9/15

Process Consulting

9

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

Active Inquiry. A guiding assumption in Active Inquiry is that an insecure client

will not reveal essential facts about the organization's situation. Without these

essential facts, the consultant is placed in a position of guessing. The consultant is

then forced to rely on the dubious practice of projecting his or her prior

experiences into the client's current situation.

Schein describes three levels of Active Inquiry: pure inquiry,

exploratory/diagnostic inquiry, and confrontive inquiry. It is important for the

consultant to use the appropriate level at particular points in the process. The type

of data being sought should determine the level of inquiry.

Pure Inquiry

Pure inquiry, the first level, is designed to stimulate full disclosure. The consultant

is simply attempting to get the story in as factual a manner as possible. At this

level, "who" and "when" questions are appropriate; "why" questions are not.

8/12/2019 Process Consulting Special Report

10/15

Process Consulting

10

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

Exploratory/Diagnostic Inquiry

Exploratory/diagnostic inquiry, the second level, is appropriate after the whole

"factual" story is recorded. The consultant now redirects the client's focus with

questions such as:

"How did you feel about that?"

"Why do you suppose he/she did that?"

"What are you going to do next?"

Exploratory/diagnostic inquiry gets the client to explore at a deeper level. At

this level, feelings, hypotheses, cause and effect relationships, and forecasted

actions can be discussed. This level reveals organizational and client member

expectations, perceptions, and values.

Confrontive Inquiry

Confrontive (not confrontational) inquiry, the third level, must not occur

before pure inquiry or exploratory/ diagnostic inquiry. At this level, the consultant

8/12/2019 Process Consulting Special Report

11/15

Process Consulting

11

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

interjects his/her ideas about the situation. The goal here is to move the client

members from unproductive thinking to creative and critical thinking about the

current situation.

Face Work

In building an effective relationship with the client, Schein (1999)

recommends the use of "face work" (pp.109-116). The concept of "saving face"

originated in Asian societies, but is applicable in interventions throughout the

world.

Frequently, a client feels "one down" when a consultant is hired. The client

may feel that the hiring of the consultant indicates his or her inability to deal with

the problem. This sense of inadequacy (feeling "one down") on the part of the

client must be quickly overcome in order to establish a collaborative working

relationship.

At the beginning of an engagement, a client with "exposed face" will have

8/12/2019 Process Consulting Special Report

12/15

Process Consulting

12

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

difficulty being open and honest with the consultant. Fear of humiliation will

motivate defensive behavior.

In this situation, the consultant must "grant face" to the client. This can be

done three ways:

1. By assuring the client that his or her input is essential to the success of

any intervention.

2. By assuring the client that it's common for organizations to have such

problems.

3. By sharing successes of similar organizations with similar problems.

As long as the client feels one down, the consultant cannot do his or her

work effectively. Frequently, clients do not reveal the real problem at first because

of embarrassment. It is difficult for client members to discuss their supposed or

perceived failures with a complete stranger. Consultants must earn their clients'

trust.

8/12/2019 Process Consulting Special Report

13/15

Process Consulting

13

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

8/12/2019 Process Consulting Special Report

14/15

Process Consulting

14

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

The Goal of Process Consulting

The goal of Process Consulting is to build an open and honest relationship,

in which both facts and feelings can be shared. The client has essential

information about the organization and the "problem."

An essential aspect of Process Consulting is status equilibration. The

advantages of building a relationship of equal partners include:

1. Diagnostic insights make sense to both the consultant and the client

because they are speaking the same language.

2. Solutions, in the form of interventions, are realistic for the organization's

culture.

3. Evaluations of the outcomes are based on objectives that were jointly

determined by the consultant and the client.

8/12/2019 Process Consulting Special Report

15/15

Process Consulting

15

2005 All Rights Reserved - Michael BeitlerNo part of this report may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without the prior written permission of the copyright holder.

www.mikebeitler.com

Conclusion

Process consulting skills are essential for consultants (internal or

independent) who must facilitate change for their client organizations. For more

information on consulting skills and other topics for consultant success, visit my

website http://www.mikebeitler.com. Please feel free to contact me anytime at

mike@mikebeitler.com.

References

Beitler, M.A. (2003). Strategic organizational change. Greensboro, NC:

Practitioner Press International.

Schein, E.H. (1999). Process consultation revisited: Building the helping

relationship. Reading, MA: Addison-Wesley.